#WomensMonth: PayJoy’s Michelle Wynne on breaking barriers in tech

Michelle Wynne | image supplied

Wynne, who is currently head of marketing for PayJoy Africa and Asia, reflects on navigating different industries and business environments, balancing career and family, and why women need to be part of the conversations and decisions shaping the technology and fintech sectors

What have been the biggest milestones in your career so far?

One of my biggest milestones is not a particular role or campaign, but the fact that I have been able to adapt, thrive and add value in very different environments – from large global organisations to smaller, fast-moving businesses and start-ups.

I’ve worked across FMCG, telecommunications, consumer technology and now fintech, with brands including Colgate-Palmolive, Danone, Microsoft, Nokia and currently PayJoy.

Each industry has required me to learn a new business, a new customer and often a completely different way of working. There have also been moments when I’ve had to take two steps back – to relearn, adapt and challenge what I thought I knew – before being able to take a significant leap forward.

I’ve come to understand that neither learning nor leadership is a linear journey. It is a meandering path of learning, trying, sometimes failing, adapting and learning again.

What did leading Nokia’s brand comeback teach you about leadership?

It taught me that you cannot lead from behind a desk.

When you are building a brand, particularly across diverse markets, you have to be on the ground with your team and listen. You need to understand what the brand means to consumers today. One of the biggest highlights for me was leading a team for many years during the Nokia journey in sub-Saharan Africa.

It also taught me the importance of balancing global strategy with local relevance. This lesson has stayed with me to this day as head of marketing for PayJoy Africa and Asia.

Leadership isn't about having all the answers. It is about creating clarity around where you are going, surrounding yourself with good people, listening to those closest to the customer and giving your team the confidence and space to execute.

What does being a woman in the tech and fintech sectors mean to you?

For me, it means having the opportunity – and responsibility – to bring different perspectives into industries that are shaping how people live, work and participate in the economy. Technology isn't only about devices, platforms or products. Ultimately, it is about people and solving real problems. Fintech is the same.

Women need to be part of the conversations and decisions shaping these industries, not simply as consumers of technology but as leaders, strategists, engineers, marketers and entrepreneurs creating it.

When younger women see women occupying senior positions in technology, it makes leadership feel achievable rather than exceptional.

What challenges have you faced as a woman progressing in your career?

For me personally, one of the greatest challenges has also been time. Women are increasingly taking their place and leading in the boardroom, but many of us are also raising families and want to be present parents.

Both matter enormously. The scarcity of time, and the constant choices about where and how to be present, can be one of the most difficult parts of progressing in a career.

I don't believe the answer is about achieving some perfect version of "balance"; I'm not sure that exists. It's about being intentional about where you spend your time, accepting that there will be periods when one part of your life requires more of you than another, and having the support structures around you that make that possible.

Do you think enough is being done to close the gender gap in leadership?

That’s a very broad question. Progress looks different across industries and organisations. There has undoubtedly been progress, and some companies have moved much further and faster than others.

I look at my current company, PayJoy, for example, and see how intentional the organisation is about supporting female leadership and creating opportunities for women to lead. That demonstrates to me the difference that organisational commitment can make.

We should rather ask – are we creating an environment where talented women can build sustainable, long-term careers and progress into leadership? It’s not simply about getting more women into the organisation or achieving a representation target. It’s about what happens throughout their careers.

What needs to change to create more opportunities for women in technology?

We need to work across the entire pipeline.

We need to encourage girls to see technology as a viable career path from an early age, but we also need to broaden our definition of what a career in technology looks like.

Technology companies don't only need developers and engineers. They need people in marketing, finance, product, operations, sales, retail and many other disciplines.

How important have mentorship and professional networks been in your career?

Professional networks have been incredibly important, although I've learnt that mentorship doesn't always look like a formal mentor-mentee relationship.

Some of the people who have influenced me most weren't necessarily my line managers. They were peers and colleagues I worked alongside every day. Sometimes mentorship is intentional, but often it happens through working alongside people.

Learning from the way they approach problems, how they deal with people, how they challenge thinking and how they show up during difficult moments.

Your professional network isn't simply a collection of contacts. It is a community of people who challenge you, support you, expose you to different perspectives and sometimes teach you lessons without even realising they're doing it.

What advice would you give young women who aspire to become leaders?

Don't wait until you feel completely ready. Women can sometimes feel that they need to tick every box before putting themselves forward for an opportunity. Some of the biggest growth in my own career has happened when I've stepped into situations where I didn't necessarily have every answer on day one.

Be curious. Learn the business, not just your function. Understand your customer. Ask questions. Build relationships across the organisation and surround yourself with people who challenge your thinking. And don't underestimate the importance of being yourself.